Succession planning June 2013

transcript

Planning for success

by Toronto Training and HR

June 2013

CONTENTS3-4 Introduction to Toronto Training and HR Inc.5-6 Definitions7-9 Workforce planning 10-11 Key themes in succession planning

12-14 Steps to adopt15-16 What stage is your organization at?

17-19 Performance and potential20-21 Four critical dialogues22-25 Strategies for succession planning26-27 Drill28-29 Best practice in succession planning30-32 Succession planning in the water industry33-34 The nine-box grid35-38 Common mistakes39-40 Seven sins of succession planning41-45 Criticisms of succession planning46-47 Technology48 Case studies49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

DefinitionsIdentify

leadership characteristic

Assess bench strengt

Identify talent

Develop talent

Evaluate succession planning

Pre-plan

Communicate plan

Definitions• Succession planning• Replacement planning• Workforce planning• Strategic planning

• Links between succession planning and talent management

• The succession planning model

Identify leadership

characteristics

Assess bench strengt

Identify

talentDevelo

p talent

Evaluate successio

n planning

Pre-plan

Communicate plan

Workforce planning

Workforce planning 1 of 2• Why is it necessary?• How does it address

recruiting needs?

Workforce planning 2 of 2THE FIVE STEP MODEL• Set the strategic direction• Analyze the workforce• Develop the action plan• Implement the action plan• Monitor, evaluate and

revise

Key themes in succession planning

• Open or closed process?• Job modelling• Broad or narrow audience?• Making room for

succession• An annual or a continuous

activity?• Integrating succession

planning and development• Diversity• Burnout• Who owns the talent?

Steps to adopt

Steps to adopt 1 of 2• Establish strategic

alignment• Identify succession targets

and analyze the talent pool• Develop the succession

management plan• Implement the succession

management plan• Evaluate succession

strategies

Steps to adopt 2 of 2RECIPE FOR SUCCESS• Ongoing senior leader

commitment• Ongoing employee

commitment to development

• Ongoing alignment of program goals to strategic plan

• Ongoing communication and change management

What stage is your organization at?

• Crisis mode• Replacement planning• Succession planning• Talent management

Performance and potential

Performance and potential 1 of 2

• Performance dimensions• Standards for judging

performance • Types of potential and

standards for judging potential

• “High” professionals

U N O F F I C I A L DEPTH CHARTAs of July 1 2013

Chief Executive Officer

President

Chief Financial Officer

Chief Operations Officer

Chief Human Resource Officer

Chief Information Officer

Chief R & D Officer

Vice President of . . .

Manager of . . .

Supervisor of . . .

Key Technical Contributor

First Team Back - Up Back - Up

Anywhere Company

Four critical dialogues

Four critical dialogues• The internal dialogue• The employee’s dialogue

with their stakeholders• Dialogue between the

organization and employees generally

• Dialogue between employees’ social networks and those of the organization

Strategies for succession planning

1 of 3• Identify leadership skill

sets required for the future-not the past or present

• Cultivate leaders from far-flung corners of the organization

• Seek significant diversity when comprising a leadership team

• Develop comprehensive learning systems

• Create “stretch” work experiencesPage 23

2 of 3LEADERSHIP• Extensive use of recruitment

and retention flexibilities for non-supervisory, mission-critical occupations in order to identify/hire/retain high-potential candidates who are in the talent pipeline for leadership positions

3 of 3LEADERSHIP(CONTINUED)• Use of a full range of

structured Leadership Development Programs to ensure that current and future leaders have the necessary skills to manage the workforce effectively, exercise leadership continuity, and sustain a learning environment that drives continuous performance improvementPage 25

Best practice in succession planning

• Deploy a succession management process

• Identify future leaders and successors

• Develop future leaders and typical activities

• Measure results• Keep it simple• Align succession with the

organization’s overall strategy

• Support the processPage 29

Succession planning in the water industry

Succession planning in the water industry 1 of 2

• Problem• Purpose• Barriers to meeting needs• Issues• Education and succession

planning• Certification• Training• Leadership• Compensation

Succession planning in the water industry 2 of 2

• Outreach• Recruitment and retention• Recommendations

The nine-box grid

Common mistakes

Common mistakes 1 of 3• Only allowing planners to

select successors from the chain of command under a position

• Heralding super-flat organizations as a nirvana of efficiency

Common mistakes 2 of 3• Allowing performance

review scores to be weighted as high as 80% of criteria for placement as successor

• Only doing succession planning for the top three layers of an organization

• Producing future workforce strategies without reviewing the data of historic workforce trends and external market conditions

Common mistakes 3 of 3• Avoiding line managers

and business unit leaders when it comes to making employee policies, because they “don’t understand HR”

• Accepting that hard-to-use software is better because it’s more complex and will do more for you…or that cheaper software is merely simpler and will give you a faster, yet lesser return

Seven sins of succession planning

• I’ll be here forever• What mattered then…• Assume the plan is the

plan• Assume you need the

whole plan figured out• Believing everyone wants

to rise through the ranks• Developing only your high

potential people• Thinking you need a formal

positionPage 40

Criticisms of succession planning

Criticisms of succession planning 1 of 4• Overly reliant on line

manager’s perceptions of their direct report’s performance

• Embedded in inflexible competency frameworks

• Expect the individual to adapt to the job description

• Assume the job is relatively stable but jobs evolve rapidly

• Inadequate definitions of talent

• Do not take enough account of gender differences

2 of 4• Ignore work-life balance as a factor in people’s decision to go for more senior positions

• Fail to ensure employees gain experience of both functional specialists and generalist roles at an early stage

• Assume employees will stay for the long-term despite evidence to the contrary

• Impose a uniform talent development processPage 43

3 of 4• Place people in boxes• Focus succession on specific

roles with a small number of candidates rather than developing large clusters of jobs which may be filled from a larger pool

• Do not take sufficient notice of the difference in attitudes between different generations

4 of 4• Fail to appreciate how people make the transition from one level of the organization to another

• Takes inadequate account of how “adult” people are

• Fail to take a sufficiently systemic perspective

Technology

Case studies

Conclusion and questions

SummaryVideosQuestions

Succession planning June 2013

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